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5S – Part 1
Process Improvement
Introduction
• Competition is fierce in industry today • To survive and grow businesses must reduce
costs
• Therefore, it is critical to implement “preventive controls” to stop the generation of defects and poor results before they can take place.
Year Year 2 Year 3FOUNDATION POWER UP SCALE UP
SOFT SKILLS, ISO, 5S, PVR, 8D
AUTONOMOUS MAINTENANCE
TPM
TQM
JIT
•P88
•SPC
•COMPETE
•SMED
•POKA YOKE
•PREDICTIVE M.P.
•DFM
•BENCHMARK
•QFD
•6 SIGMA
•CELL FLOW
•LEAN MFG.
•CYCLE TIME
•KANBAN
World Class
The CI Roadmap
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• At the machine…
• during every successful
cycle!
VALUE FIELD
Where and When Is Value Added?
5S and TPM Focus
TPM focuses from the skin of the
machine inward
5S focuses from the skin of the machine
outward
What is 5S?
A systematic method to organize, order, clean,
and standardize a workplace - and to keep it that way.
1. SORT. . . . . . . . . . . . . .SEIRI
2. SET IN ORDER. . . . . SEITON
3. SHINE . . . . . . . . . . . .SEISO4. STANDARDIZE . . . ..SEIKETSU
5. SUSTAIN . . . . . . . . .SHITSUKE
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5S Myths• What 5S Isn’t:
– Cleaning area to satisfy management
– Imposing of standards on the workplace
– Silver bullet to productivity gains
– Flavourof the month
• What 5S Is:
– Foundation to achieve• Employee engagement• Cost reduction• Improve work flow• Zero accidents
– Empowers workforce behavior
– A process that does not end
Vision of 5S• No. ..
– Wandering/ Searching– Waiting/ Delays– Secrets– Obstacles/ Detours– Extras– Injuries– Waste/ Red Ink
– A work environment that is self-explaining, self-ordering, self-regulating and self improving…
– Where what is supposed to happen does happen, on time, every time, day or night...
What Employees Say About 5S
– Pride in clean workplace– Avoid hassle of searching for things– Reduce defect rate by detecting problems earlier– Easier equipment inspection improves preventive
maintenance– More usable space– Eliminate accidents/injuries
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è Energize workforce
è Improve safety
è Improve efficiency
è Improve quality
è Workforce thinks
And therefore…
è Reduce waste
è Reduce cost
Benefits of the 5S System
5S Philosophy
• Eliminate non value-added activities• Focus on root causes, not just symptoms• Use total participation to check process• Provides structure to sustain system
– More than a brigade of brooms, buckets, posters and signs
– A compelling operational imperative• Crucial to meeting daily production goals• Central to war on waste• Vastly reduced lead times• Accelerated flow
The 5S Visual Workplace
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Moving without working
Definition of Motion
If motion is moving without working,
Then what is work?
Definition of Work
Work
Adding Value
Moving+
Definition of Work
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The missing answer to even one of the six core questions...
Information Deficit
Missing AnswersCORPORATE
ENEMYNo. 1
Motion Triggers
Who? Where? What?
When?How?
How Many?
Six Core QuestionsRequiring Visual Answers
Four Power Levels of 5S DevicesThe Need Leads
PASSIVE ASSERTIVE AGGRESSIVE ABSOLUTE
• Addresses
• ID Labels
• Directions
• Instructions
• Maps
• Displays
• Lights
• Andon
• Alarms
• Visual Displays
• Production Control Boards
• Kanban
• Shelf Height
• Shelf width
• Bin Size
• Container Size
• Pallet Size
• Aisle Width
• Detect
• Sensors
• Limit
• Guide Pins
• Templates
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Wheel of the 8 Deadly WastesThe Mother of All Measures
Results from a range of companies that have effectively implemented visual order:
Cut in floor space: 60%Cut in flow distance: 80%Cut in accidents: 70%Cut in rack storage: 68%Cut in number of forklifts: 45%Cut in machine changeover time: 62%Cut in annual physical inventory time: 50%Cut in classroom training requirements: 55%Cut in nonconformance in assembly: 96%Increase in test yields: 50%Late deliveries: 0%Increase in throughput 15%
Trackable, Bottom-Line Results
Who Has Seen 5S Benefits?
• Improved levels of quality communication/ info. sharing• Reduced training cycle for new employees
•Reduced stored parts inventory at one facility by $300,000•Reduced safety incident rate division-wide by 1.5%
• Lower safety incident rates• Improved morale
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“What’s so great about Sort and Set In Order?”
“Why clean when it just gets dirty again?”
“We already implemented Sort and Set In Order”
“We did 5S years ago.”
“We’re too busy for 5S activities.”
“Why do we need to implement the five pillars?”
“We’re 24/7”
Common Resistances to 5S
A Neat And Clean Factory
• Has higher productivity• Produces fewer defects• Meets deadlines better• Is a much safer place to
work
Company Benefits
Benefits of 5S Implementation
• Zero changeovers • Zero defects• Zero waste• Zero delays • Zero injuries • Zero breakdowns • Zero complaints• Zero red ink
product diversificationhigher qualitylower costsreliable deliveriessafetybetter equipment availabilitygreater confidence and trustcorporate growth
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First Pillar: SORT
Remove all items from the workplace that are not needed for current production (or clerical) operations
When in doubt move it out!
SORT (1st Pillar)
• Reduce problems and annoyances in the work flow
• Improve communication amongst employees • Product quality is increased and enhance
productivity
SORT
Waste Leads to Errors and Defects
Unneeded equipment/inventory:– results in quality defects– makes designing equipment layout more difficult– creates extra inventory-related costs– requires extra pallets/carts for unneeded
transportation of paper
The more there is, the harder it is to sort outneeded inventory from unneeded inventory
SORT
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Problems Avoided by Implementing Sort
• Overcrowded workplace• Storage items physically
block communication amongst employees
• Wasted time• Costly/unneeded
inventory• Excess stock-on-hand
hides production problems
• Stagnant process flow
SORT
A simple method for identifying potentially unneeded items in the factory, evaluating their usefulness, and dealing with them appropriately.
Overview: Sort (Red-Tagging)SORT
Red Tags Ask:
• Is this item needed?
• If it is needed, is it needed in this quantity?
• If it is needed, does it need to be located here?
Put red tags on items in the factory that need to be evaluated as “necessary” or “unnecessary”
Red-TaggingSORT
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SORT
Red Tag Holding Area
An area set aside for use in storing red-tagged items that need further evaluation:
– Central (company-wide)
– Local (each department/production area)
1. Launch the red-tag project
2. Identify the red-tag targets
3. Set red-tag criteria
4. Make red tags
5. Attach red tags
6. Evaluate red-tagged items
7. Document the results of red-tagging
Steps in Red-TaggingSORT
Launch the Red-Tag Project
• Organize a team• Organize supplies• Organize a time schedule to perform red-tagging• Set aside a local red-tag holding area• Plan for disposal of red-tagged items
Step 1SORT
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Red Tag Targets
Types ofItems
PhysicalAreas
Inventory
Equipment
Identify Red-Tag Targets Step 2SORT
Step 3
Set Red-Tag Criteria
• Items needed for that schedule are kept in that location
• Items not needed for the schedule can be disposed of or stored in a separate location
• Factors that determine whether or not an item is necessary– usefulness of the item to perform the work at hand– frequency with which the item is needed– quantity of the item needed to perform this work
SORT
Step 4
Make Red-Tags
• Category - Provides a general idea of the type of item (e.g., a warehouse item or machine)
• Item name and manufacturing number• Quantity - Indicates the number of items included
under this red tag• Reasons - Describes why a red tag has been
attached to this item• Division - Name of the division responsible for
managing the red-tagged item• Value • Date
SORT
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Example of a Red-Tag5 S SORT TAG ______________
Use For: Tag File No.iSafety iExcess Parts iInventories iMaterialsiEquipment iMachines iConveying
WORK ORDER # _____________________________________________
CATEGORY: ________________________________________________(From Above)QUANTITY: _________________________________________________(Current Needs From Above)
NAME / MANUFACTURER NAME / SUPPLIER
___________________________________________________________
REASON FOR EXCESS: ______________________________________
___________________________________________________________
DOLLAR VALUE OF EXCESS ITEM: $
DATE OF TAG: ______________________________________________
PERSON APPLYING TAG:_____________________________________
PERSON RESPONSIBLE FOR ELIMINATION OF EXCESS, ORRESPONSIBLE FOR REMOVAL:___________________________________________________________
DISPOSAL METHOD: (Circle Method)
iDiscard iReturn iMove to Red Tag Storage Site
iMove to separate Storage site iOther
Disposal Complete: X S i g n a t u r e
HAR-031 rev 9/00
SORT
The best way to carry out red-tagging is to do the whole target area quickly, if possible, in one to two days
DispositionMethods
Attach Red TagsStep 5
Treatment DescriptionThrow it away Dispose of as scrap or incinerate items that are useless or
unneeded for any purposeSell Sell off to other companies items that are useless or
unneeded for any purposeReturn Return items to the supply companyLend out Lend items to other sections of the company that can use
them on a temporary basisDistribute Distribute items to another part of the company on a
permanent basisCentral red-tag area Send items to the central red-tag holding area for
redistribution, storage or disposal
SORT
Use criteria established in Step 3 to evaluate what to do with the red -tagged items
Evaluate the Red-Tagged Items
• Keep item where it is• Move item to a new
location in the work area• Store item away from the
work area• Hold item in the local red-
tag holding area for evaluation
• Dispose of item
• Throw it away• Sell it• Return it to vendor• Lend it out• Distribute it to a different
part of the division• Send it to central red-tag
holding area.
Step 6
SORT
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Document the Results of Red-Tagging
• Each company needs to create its own system for logging/tracking necessary information
• Allows company to measure the improvements and savings produced as a result of red-tagging
Step 7
SORT
Red Tag Log
Unneeded Item # Date Notes/Disposition
SORT
CONTINUOUS IMPROVEMENTUnneeded Items Log
Reason for Tagging
SORT
Types of Unneeded Items
• Defective or excess quantities of small parts and inventory
• Outdated or broken bits of machinery• Outdated or broken tools and inspection gear• Old rags and other cleaning supplies• Electrical equipment with broken cords• Outdated posters, signs, notices, and memos
SORT
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Places Where Unneeded Items Accumulate
• In rooms or areas not designated for any particular purpose
• In corners next to entrances or exits• Along interior and exterior walls, next to partitions, and
behind pillars• Under desks and shelves and in desk and cabinet
drawers• Near the bottom of tall stacks of items• On unused management and production schedule
boards• In tool boxes that are not clearly sorted
SORT
The Second Pillar: Set In Order!
• Arrange needed items so that they are easy to use
• Label items so that they are easy to find and put away
(Orderliness)A place for everything and everything in its place .
Set in Order
– Determine location for all identified needed items.– Determine how many of each item will be stored in
each given location. Set height and size limits.– Make it easy for anyone to find, use and return these
items.– Use standard equipment. Set limits.
SET IN
ORDER
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To indicate locations: • Address signboards
• Limit lines (yellow)
• Location lines (white)
• Labels
To set limits: • Height lines (red)
• Standard container size
To indicate danger: • Tiger tape
To communicate: • Signboards
Suggested Standards for Orderliness
SET IN
ORDER
PUTTING IN ORDER SORTING
THINGS NOT
NEEDED
THINGS NEEDED
THINGS USED CONSTANTLY
THINGS USED OCCASIONALLY
SELDOM USED, BUT STILL NEEDED
NO POTENTIAL USE
POTENTIALLY USEFUL OR VALUABLE
REQUIRING SPECIAL DISPOSAL
PLACE AS CLOSE AS POSSIBLE
PLACE A LITTLE FURTHER AWAY
ENCLOSE IN SEPARATE, DESIGNATED SPACE
IMMEDIATE DISPOSAL
CONSIDER WHERE USEFUL AND MOVE
ARRANGE RESPONSIBLE, INEXPENSIVE DISPOSAL
How to Promote Good OrderSET IN
ORDER
Area: Date:
Yellow Card
1. Workplace layout documented on chart & posted in work area
2. Individuals use blue cards to document improvements ideas
3. Ideas reviewed by those responsible; improvement action is taken
4. Teamwork promoted through effective use of 5S Maps
5S Maps: A BaselineSET IN
ORDER
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Implementing Set In Order Prevents Waste of...
• Motion • Searching • Human Energy• Excess Inventory• Defective Products• Unsafe Conditions
SET IN
ORDER
TheSet in Orderpillar is the core of
standardization
Standardization
Standardizationof where things
are kept
Clerical Process
Standardization
Machinery Standardization
Communication Standardization
Operation Standardization
Inventory Standardization
DrawingStandardization
Set In Order
SET IN
ORDER
Any communication device used in the work environment that tells us at a glance how work should be done
Visual ControlsSET IN
ORDER
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Decide Appropriate Locations
• Locate items in the workplace according to their frequency of use
• Store items together if they are used together, and store them in sequence which they are used
• Use “just let go” arrangement for tools-- suspend within reach from retractable cord
SET IN
ORDER
Decide Appropriate Locations(cont’d)
• Storage places are larger than items stored
• Eliminate the variety of jigs, tools, and rollers needed by using ones that serve multiple functions
• Store Tools according to function or product– Function: job-shop production– Product: repetitive production
SET IN
ORDER
Tools kept close at hand and stored in the order of use
Example: Implementing Set In Order
SET IN
ORDER
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Motion Improvement
Operation Improvement
Radical Improvement
Locate paper, equipment, machinery, and tools in the best locations possible
Removes the operation itself, together with all inherent waste
Removes waste inherent in the operation
Radical improvements are finding ways to eliminate whole procedures.
Removing motion waste involves eliminating unnecessary motion
from existing operations.
Motion Economy Eliminates Waste
SET IN
ORDER
Motion Metric Summary GraphSET IN
ORDER
R e d u c t i o n o f T r a v e l T i m e D u e t o M o t i o n M e t r i c s
0
0.5
1
1.5
2
2.5
3
3.5
4
A r e a
Min
ute
s
B e f o r e
A f t e r
Principles of Motion Economy to Eliminate Waste
SET IN
ORDER
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Principles of Motion Economy to Eliminate Waste (Cont’d)
SET IN
ORDER
Principles of Motion Economy to Eliminate Waste (Cont’d)
SET IN
ORDER
Can be used to evaluate current locations of inventory, tools, equipment and machinery.
Using the 5S Map involves creating a “before” mapand an “after” map.
The 5S MapSET IN
ORDER
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Once best locations have been decided, we need a way to identify these locations so that everyone will know what goes where, and how many of each item belongs in each location.
Identify LocationsSET IN
ORDER
Location Indicator Strategies
• Signboard• Painting• Color coding• Outlining
SET IN
ORDER
The Signboard Strategy
The three main types of “signboards” or indicators are:– Location - shows where items belong– Item - show what specific item belongs– Amount - shows how many of these items belong
Signboards are often used to identify:– Names of work areas– Inventory locations– Equipment storage locations– Machine layouts
SET IN
ORDER
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Example: Signboard StrategySET IN
ORDER
Method for identifying locations on floors and walkways
Painting Strategy
Types of divider lines:• Cart storage locations• Aisle direction• Door range- shows which way door swings open• Place markers for worktables• Tiger marks- shows areas where inventory and
equipment should not be placed, or marks hazardous areas
SET IN
ORDER
Aisle Direction Line
Example: Painting StrategySET IN
ORDER
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Colors clearly denote which inventory, tools, and equipment are to be used for which purpose
Color-Coding StrategySET IN
ORDER
OSHA and ANSI Color CodesA Guide
SET IN
ORDER
Outlining Strategy
Draw outlines of jigs and tools in the proper storage position
SET IN
ORDER